Briefing to the Portfolio Committee on Public Service and Administration NSG Strategic Plan, Annual Performance Plan and Budget 21April 2015

Purpose  Briefing by the National School of Government (NSG) on Annual Performance Plans (2015/16), Strategic Plans ( ) and Budget  Strategic Overview  Situational Analysis  Training Outreach  Budget and other Resources  Detailed Targets per Programme 2

Strategic Overview Legislative Mandate 3 Current  The mandate of the NSG for the provision of training is outlined in the Public Service Amendment Act, (2007) which directs that a training institution listed as a national department shall be under the control of the Minister for Public Service and Administration.  The mandate enables the NSG to provide such training or cause such training to be provided or conduct such examinations or tests or cause such examinations or tests to be conducted.  Based on this legislative provisions, the Head of the NSG may with the approval of the Minister decide on courses as may be prescribed as a qualification for the appointment or transfer of persons in or to the public service; and may issue diplomas or certificates or cause diplomas or certificates to be issued to persons who have passed such examinations.

Strategic Overview Revisions to Legislative Mandate 4  The PAM Bill has been enacted to an Act of Parliament in Dec 2014 In terms of its provisions for the establishment of the NSG, (1)The National School of Government will, in consultation with the Minister responsible for higher education and training, be established as a higher education institution contemplated in the Higher Education Act, 1997 (Act No. 101 of 1997). (2)The School must, through education and training, promote the progressive realisation of the values and principles governing public administration and enhance the quality, extent and impact of the development of human resource capacity in institutions. (3)Subject to the National Qualifications Framework Act, 2008 (Act No. 67 of 2008), providing such education and training or causing such education and training to be provided or conducting or cause to be conducted such examinations or tests as the Head of the School determines (4)The Minister, in consultation with the Minister responsible for higher education and training, may direct the School to provide qualification, part-qualifications and non-formal education as recognised by the National Qualifications Framework or the South African Qualifications Authority.

Strategic Overview Alignment to National Priorities National Development Plan (Vision 2030) The National Development Plan (Vision 2030) proposes eight areas of targeted action:  Stabilise the political-administrative interface  Make the public service and local government careers of choice  Develop technical and specialist professional skills  Strengthen delegation, accountability and oversight  Improve inter-departmental coordination  Take a proactive approach to improving relations between national, provincial and local government  Strengthen local government  Clarify the governance of SOEs NSG training and development should support realisation of the above 5

Strategic Overview Alignment to Medium Term Strategic Framework  National School of Government will contribute on sub-outcome 2 of Outcome 12, (a public service that is a career of choice)  Areas of alignment in the NSG Strategic Plan;  Working with the DPSA, a formal graduate recruitment scheme is piloted to support departments in attracting and developing young talent (commencing 2016/17)  Working with the DPSA, assessment mechanisms are used to build confidence in recruitment processes (commencing 2015/16)  Mentoring and peer support mechanisms for senior managers are developed (commencing 2015/16)  Capacity building is undertaken through learning and development interventions (commencing 2015/16) 6

Strategic Overview Alignment to MPSA Priorities  The National School of Government will  Refine strategy for the roll out of the Compulsory Induction Programme  Give more focus to front-line training  The National School of Government will support the implementation of the directive in relation to compulsory capacity development, mandatory training days and minimum entry requirements for SMS;  Compulsory training and mandatory training  Pre-entry requirement for SMS  Specific training for Heads of Departments  Training focus will geared to support the following;  Closing identified development gaps as determined by a competency assessment and/or a performance assessment at specific performer level.  A combination of generic and technical/ professional training over a three year performance cycle (18 day minimum period)  Prescribed minimum entry requirements into SMS and movement within the SMS, 7

Situational Analysis Business Model Key Features of NSG as a training provider and elements of its business model:  Fully accredited public service training provider (02/2014 – 03/2016)  Internal processes for training needs analysis process and curriculum design and development  Internal processes for quality assurance and programmes’ accreditation process in liaison with accrediting bodies  Internal processes for monitoring and evaluation of training interventions including assessment of impact of application of learning  Outsourced training delivery model through the utilisation of Independent Individual Contractors (IIC’s), higher education institutions (HEI’s) and private training providers  NSG Curriculum Framework combining accredited and non-accredited courses  Cost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA), Transfer funds from the National Treasury and donor supported projects 8

Situational Analysis Summary of Programmes 9  PRE-SERVICE LEARNING AND DEVELOPMENT  Breaking Barriers of Entry in the Public Service (BB2E)  ENTRY LEVEL PROGRAMME  The Compulsory Induction Programme (CIP)  Wamkelekile – Induction for SMS  IN-SERVICE LEARNING AND DEVELOPMENT  Human Resource Management and Development  Monitoring and Evaluation  Financial Management  Project Management  Good Governance  Leadership development  Development programmes for Legislatures  International and Special Projects  Strategic partnerships with a focus on capacity building initiatives, connecting the NSG to the global village of knowledge institutions to benchmark public service practice and for access to learning exchange programmes and donor funded initiatives

10 Situational Analysis Training Core Focus Areas and Partnerships  Partnerships core to our interventions  DPSA: develop and roll-out training programmes that respond to Core Competencies as articulated by DPSA.  PSC: development of training programmes takes into account the performance gaps identified by PSC within the Public Service.  DPME: Analysis of MPAT reports informs areas of intervention – especially in finance (NT), human resource (DPSA)  DHET – PSETA: quality-assures and accredits NSG and its training programmes. NSG further translates the Sector Skills Plan into training interventions.  SAQA and Quality Councils (CHE, QCTO) – matrix of qualifications for the public service jointly development and implemented.

Situational Analysis Strategic Planning Process and Goals of the NSG 11 Review of strategic goals following the launch of the NSG

Training Outreach Training Streams, Historic Performance Trends and Annual Targets 12 Targets Stream Baseline 2013/14 Projected 2014/ /162016/172017/18 Induction & BB2E Administration Management Leadership TOTAL

Resources Current Budget –NT Allocation 13 Vote Account: Audited outcome MTEF Estimates Funding from the National Treasury received through the DPSA 2011/122012/132013/142014/152015/162016/172017/18 Administration 62,517 71,015 85,622 82,911 84,289 88,590 96,042 Public Sector Organizational and Staff Development 49,049 52,477 49,000 55,597 55,247 57,786 60,520 Total for Programmes 111, , , , , , ,562 Economic classification Audited outcome MTEF Estimates 2011/122012/132013/142014/152015/162016/172017/18 Current payments 61,241 66,812 84,380 80,553 81,931 86,232 93,578 Compensation of employees 28,924 31,443 36,258 45,691 47,790 49,989 52,488 Goods and services 32,294 35,326 48,112 34,862 34,141 36,243 41,090 Interest and rent on land Transfers and subsidies 49,049 52,097 49,000 55,597 55,247 57,786 60,520 Payments for capital assets 1,259 1,819 1,242 2,358 2,464 Payments for financial assets Total economic classification 111, , , , , , ,562

Resources Current Budget Forecast – Revenue Generation 14 Trade Account Revenue based on the cost recovery model i.e. expected revenue to be raised from course fees Trade Account Audited Outcome MTEF Estimates 2011/122012/132013/142014/152015/162016/172017/18 Revenue Tax revenue 104, , , , , , ,225 Course Fees 98, , , , , , ,669 Interest 6,135 6,300 5,858 2,209 2,319 2,434 2,556 Transfers and donations received 49,049 52,097 50,205 55,597 55,247 57,786 60,520 Total revenue 153, , , , , , ,745 Expenses Current expense 136, , , , , , ,745 Compensation of employees 53,118 55,639 58,202 72,531 82,070 86,583 90,911 Goods and services 83, ,444 99, , , , ,834 Total expenses 136, , , , , , ,745 Surplus / (Deficit) 17,064 26, Cost-recovery approach to training delivery and revenue managed through a Training Trading Account (TTA)

Budget Programme Structure of the NSG 15 Programme 1: Administration  Office of the Principal, comprising of Finance and Internal Audit (outsourced)  Corporate Management comprising of Strategic Planning and ICT, Corporate Services, International & Special Projects, Communications as well as Legal and Contract Management Programme 2: Public Sector Organisational and Staff Development  Training Policy and Planning comprising of Research and Innovation, Monitoring and Evaluation: (Curriculum Policy and Planning Coordination, Training Quality Assurance - Norms and Standards not created),  Training Management and Delivery comprising of Induction, Leadership, Administration, Management, Technical Support and Marketing  Specialised Services comprising of NSG Curriculum Design and Development, Quality Assurance, Accreditation, and ELearning

16 Resources Programme Structure and current capacity (31 March 2015) Administration Programme 1No of postsFilledVacant Salary level Salary level Salary level Salary level Sub Total Department Programme 2No of postsFilledVacant Salary level Salary level Salary level Salary level Sub Total Total

Detailed Targets Per Programme 17

Performance Objectives: Programme 2 Key Annual Targets 18 N o. Strategic ObjectiveStrategic Plan TargetMedium Term Targets 2015/162016/172017/18 1 Implement effective research, knowledge management and diagnostic strategies to inform learning and development needs and opportunities Over the next five year period, the NSG will measure performance by a total of 15 quality research projects that will be identified and undertaken In this financial year, the NSG will identify and undertake a total of 4 quality research projects 2 Implement an effective monitoring and evaluation framework to monitor the quality of learning and development interventions and evaluate the effectiveness of interventions on performance based on set norms and standards Over the next five year period, the NSG will measure performance by a total of 400 on-site evaluations of training interventions undertaken In this financial year, the NSG will achieve 90 on site evaluations and 4 application of learning studies to be carried out In this financial year, the NSG will achieve 100 on site evaluations and 6 application of learning studies to be carried out In this financial year, the NSG will achieve 100 on site evaluations and 6 application of learning studies to be carried out 3Design and quality assure accredited and non-accredited curriculum which responds to public service needs, individual career pathing and lifelong learning Over the next five year period, the NSG will measure performance by a total of 30 new programmes designed and developed in line with a curriculum framework In this financial year, the NSG will achieve 6 curriculum programmes/ courses to be designed, developed and/or reviewed In this financial year, the NSG will achieve 6 curriculum programmes/ courses to be designed, developed and/or reviewed In this financial year, the NSG will achieve 6 curriculum programmes/ courses to be designed, developed and/or reviewed

Performance Objectives: Programme 2 Key Annual Targets 19 NoStrategic ObjectiveStrategic Plan TargetMedium Term Targets 2015/162016/172017/18 4 Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities Over the next five year period, the NSG will measure performance by an average of 500 learning and development facilitators, moderators and assessors contracted annually In this financial year, the NSG will achieve the following targets: 500 learning and development facilitators, moderators and assessors to be contracted annually This will include the use of existing public servants, in line with outcome 12 In this financial year, the NSG will achieve the following targets: 500 learning and development facilitators, moderators and assessors to be contracted annually This will include the use of existing public servants, in line with outcome 12 In this financial year, the NSG will achieve the following targets: 500 learning and development facilitators, moderators and assessors to be contracted annually This will include the use of existing public servants, in line with outcome 12 5Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support Over the next five year period, the NSG will measure performance as follows: Enroll a total of 100,000 new public servants to undergo the Compulsory Induction Programme In this financial year, the NSG will achieve the following targets: A total of new public servants undergone the Compulsory Induction Programme In this financial year, the NSG will achieve the following targets: A total of new public servants to undergo the Compulsory Induction Programme In this financial year, the NSG will achieve the following targets: A total of new public servants to undergo the Compulsory Induction Programme

Performance Objectives: Programme 2 Key Annual Targets 20 NoStrategic ObjectiveStrategic Plan TargetMedium Term Targets 52015/162016/172017/18 Train on NSG curriculum, programmes and services with access to learning and development opportunities that provide quality training, learner materials and effective learner support Manage an integrated and collaborative network of local and international learning and development institutions and practitioners to provide learning and development opportunities Train a total of in-service public servants on all training programmes of the NSG persons to be trained on all training programmes in Leadership, Management and Administration streams persons to be trained on all training programmes in Leadership, Management and Administration streams persons to be trained on all training programmes in Leadership, Management and Administration streams Orientate 2,750 unemployed youth graduates through the BB2E Programme Orientate 3,000 unemployed youth graduates through the BB2E Programme

Performance Objectives: Programme 1 Key Annual Targets 21 NoStrategic ObjectiveStrategic Plan TargetMedium Term Targets 62015/162016/172017/18 Implement effective policies, strategies and plans annually that comply with legislation, good corporate governance principles and improve organisational performance standards Development and tabling of the organisational performance plans and reports quarterly and annually in accordance with applicable guidelines Develop and table 5 year Strategic Plan, Annual Performance Plan and Annual Report in accordance with guidelines Review 5 year Strategic Plan, develop and table Annual Performance Plan and Annual Report in accordance with guidelines Develop and implement a communication strategy and corporate identity manual Review of communication strategy and corporate identity manual Achieve scores of 4 on each MPAT area MPAT results with overall score not less than 4, 90% of scores at level 4 An average of 21 new policies developed and existing policies reviewed annually, based on a rolling policy plan 21 policies to be developed/ reviewed and implemented 21 policies to be developed/ reviewed and implemented 21 policies to be developed/ reviewed and implemented

Performance Objectives: Programme 1 Key Annual Targets 22 NoNo Strategic ObjectiveStrategic Plan TargetMedium Term Targets 72015/162016/172017/18 Efficient and effective fiscal, infrastructure and human resource planning and management monitored on a quarterly basis to support the sustainability of the institution The reduction in the average number of days taken to collect outstanding debts to 60 calendar days by 2019/20 Average of 60 days for debt collection Average of 45 days for debt collection Average of 45 days for debt collection Reduced percentage vacancy rate in NSG to 8% by 2019/20 Reduce the vacancy rate 10% by financial year-end Reduce the vacancy rate to 8% by financial year-end Implementation of enterprise architecture plans; monitor and review ICT Disaster Recovery Plan Review plan for additional facilities Implementation of enterprise architecture plans; monitor and review ICT Disaster Recovery Plan Review plan for additional facilities Implementation of enterprise architecture plans; monitor and review ICT Disaster Recovery Plan Review plan for additional facilities

Performance Objectives: Programme 1 Key Annual Targets 23 NoNo Strategic ObjectiveStrategic Plan TargetMedium Term Targets 82015/162016/172017/18 Co-ordinate the utilisation of donor funded resources and international co-operation agreements towards improving human capacity development The objective is to ensure that there is effective co- ordination of donor funded resources in supporting the performance of the NSG as well as international co-operation agreements with the NSG. Facilitate 3 bi- and multilateral programmes Monitor the utilisation of donor resources against approved projects and progress reports Facilitate 3 bi- and multilateral programmes Monitor the utilisation of donor resources against approved projects and progress reports Facilitate 3 bi- and multilateral programmes Monitor the utilisation of donor resources against approved projects and progress reports

Thank you 24